Who owns ez lube

Second, you need to communicate. I try to never miss an opportunity to talk to employees in groups. We were doing some training here at headquarters recently with our store managers. I heard about it, so I just popped in there and listened, and when they took a break, I took the opportunity to talk to people.

I asked them how things are going, if there was anything we could be doing to support them better. You want to use those opportunities to continue to get your message out. Along the same lines, No. I am out of my office a lot. I am out in the field. I am out in the stores. Monday — Friday am — pm Saturday am — pm Sunday am — pm. We only close the wash under extreme weather conditions or for routine maintenance. Our Story. EZ Lube is a locally owned and operated, independent family business…not a franchise.

In light of Covid 19 we are taking every precaution to protect our staff and customers. During this time, we will be practicing social distancing and we ask that you please remain in your car. The new owners hired a proven CEO, who in turn brought in HR and operations executives he had worked with in the past.

After about 1. So the company engaged Glenn Hansen to help drive sales performance. The CEO initially believed the answer to the sales issue was more training for the stores' frontline technicians, but Glenn assessed the situation and found the solution lay with the district managers DMs. They had never had any training in management or leadership, nor did they function as a team. Glenn knew that getting the DMs to drive the right behaviors and processes in the stores would result in profitable sales growth.

So he worked with them as a team, beginning by facilitating a process for the DMs to shape a vision for becoming a h igh performance t eam that would earn the attention of the industry.

These district managers built their own vision and mission statements, and determined what kind of team they wanted to be. They then defined and committed to the values and activities that would help them become this ideal team, and determined what steps they would take with any member who failed to live up to their commitments.

They also established some year-end company goals they were passionate about achieving. These goals shocked t he CEO and his executive team, who said they never would have thought to ask the DMs to aim for such aggressive goals.